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Volume 03 Issue 02 (2016)

Volume 03 Issue 02     2016

John Hlias Plikas, Nasiopoulos K. Alexandros, Hlias Plikas

Abstract: Today’s Greek businesses strive to overcome economic obstacles and increase their sales by constantly searching new ways of improvement and economic sustainability. The technology factor has infiltrated every aspect of our lives, making the electronic element a vital part of living. Business bubble adopts more and more technological ways of improvement with E-Procurement and Technology adoption being the most dominant. The purpose of this paper is to analyze this adoption of Technology and E-Procurement from Greek businesses and the effect of those factors in businesses’ electronic sales through simulation modeling using a sample of 400 Greek businesses. The reason the paper was created, is to provide this optimal solution to all businesses seeking how to increase their e-sales through Technology Monitoring and E-Procurement adoption. Thorough research through the paper revealed that Technology Monitoring and E-Procurement can be used from Greek companies to successfully increase their e-sales effectively.

Nuria Villagra, Belen Lopez

Abstract: An integrated management of a company’s intangibles generates credibility and trust among stakeholders. This management begins with the strategic definition of corporate values.  A corporate identity also includes social responsibility values that must take into account global issues required from companies. The way in which companies integrate these strategic values into their brand management is a key issue for organizations.  Furthermore, corporate communication that includes the management of the company values contributes to the company’s differentiation. This article is the result of analysing intangibles (identity, CSR, branding and communication) in Spanish multinational companies using a qualitative methodology based on in-depth interviews with executive managers. Results show that companies must integrate responsible values into the company’s strategy and communicate, in a direct way, the impact generated at the company through this value management. Thereby, the company reinforces its global presence and social legitimacy in those countries in which it operates.

Wojciech Koziol

Abstract: Over the last years, we can observe the rise of social awareness in relations to the social responsibility of enterprises, especially in the developed countries. The rise of demand for this type of information is primarily faced from the side of stakeholders, especially the customers. In effect, the information on the socially responsible actions of companies is becoming a topic of marketing communication. At the same time, the company’s efficiency measures in relation to the undertaking and communicating of socially responsible actions is an important information for stakeholders, especially investors.

The aim of this paper is to present the original method of the company’s human capital reporting. The report can be a basis of standardized and reliable information on the value of human capital and the level of monetary compensation for the human capital. This information can be very useful for the marketing communication as it allows for the evaluation of fulfilment of company’s obligations towards employees.

The article represents a case study of two Polish companies. For each employee of the researched companies, the value of human capital has been estimated according to the original measurement method fully based on the measurement principles applied in accounting. It led to the construction of a report allowing for the structure analysis of employees’ human capital. Moreover, the report allows for defining of the human capital compensation level. The cost of human capital is 8% annually – as a result, the report allows for the statement of fairness of real pay.

Development of human capital reporting represents not only the social aspect of the CSR research but also comes up against expectations placed on a financial reporting in the face of the increase of importance of intangible resources for the company’s output.

Panagiotis Polychroniou, Panagiotis Trivellas, Aggelos Baxevanis

Abstract: This study aims to investigate conflict management practices in dealings between key functions such as Marketing, Sales, Research & Development and Production. Managing cross-functional relationships is crucial for organizational innovation and development in today’s competitive world. Review and synthesis of the relevant literature indicate that conflict influences heavily cross-functional relationships. Organizational effectiveness requires strong collaboration between functional units in an ever changing business environment. Collaboration includes the attribute of integration, since managers try to attain common goals linking cross-functional communication with the utilization of conflict management practices styles in handling disputes. Managers are likely to understand that the interests of their function are served best when the interests of the other functions are also served well. This could mean that they try to build a positive relationship and put emphasis on collectivism and functional conflicts building on integration processes and practices.

Dimitrios Belias, Athanasios Koustelios, Lambros Sdolias, Konstantinos Varsanis, Dimitrios Kyriakou

Abstract: The reason of this research was to investigate the thoughts about the current organizational culture of bank employees in Greece and to study what they want for organizational culture after five years. The sample consisted of 252 (51.7%) males and 235 (48.3%) females of various bank companies. The results of this research suggest that bank employees believe current organizational culture controls their behavior inside the bank while at the same time they would desire more friendly and adaptive forms of culture in the company in which they work for. Also, ANOVA analysis has shown that as far as the attitude is concerned, concerning the current organizational culture only the parameter of years of general experience as bank employees affect their attitudes, with employees with 1-10 years of experience ranks higher the current culture because it is characterized as hierarchical and less flexible and participative. As far as most wanted organizational cultures are concerned men and women sated different favorites, bureaucrats would like it to be more hierarchical and new employees would like it more to support involvement and adjustment to the exterior settings and less focused on the marketplace.